Chapter 8: ICT Tools for European Project Work
3. Selecting tools for a Multilateral Project
whether stated explicitly, or implicit. Work in a multilateral partnership implies a number of shared choices, one of them being the ICT tools to be used for the various project activities. Some of these choices are easy, such as the ones referring to the common format of the documents (of course, it is recom-
2. ICT for communication and collaboration
As demonstrated above, communication and collaboration are essential functions of ICT in a Multilateral Project. Virtual teams have four general options to organise communication and collaboration. They are displayed in Box 2, with examples of technologies for each category:
There are a range of tools intended for communication in vir- tual teams. They are usually called groupware. Groupware can be defined as software, systems, and services for computer- supported cooperative work. All of these platforms focus on
three main functions, essential for the work of a project team
relying, at least in part, on ICT support:
Communication: ■
■ exchanging messages between team members Collaboration:
■
■ sharing and co-editing documents and other
project files
Co-ordination. ■
■ distributing and tracking given project tasks
Nr Project activity Functions of ICT Types of tools
6 Research Access to public information Access to specialised informa- tion
Inquiry support
Websites (general and specialised) Search engines, databases
Online questionnaires, software for the management of online questionnaires, data processing software 7 Developing and testing
outputs
Collaborative work Training Translation
Project virtual space, wikis, blogs, e-learning platforms, vir- tual learning environments, learning management systems translation software, multi-user editor
8 Dissemi nation Display and communicate infor- mation
Community building Networking
Websites, email, electronic newsletters, RSS feeds, virtual communities, virtual worlds, social networking websites, podcasts, web radio/TV, online journals, virtual conferences, webinars
9 Evaluation Get feedback from users
Follow data on website use
Online feedback forms Website access statistics tools
Same time Different time Synchronous
communication
Asynchronous communication Same place Slides presenta-
tion software (during face-to- face meeting) Forum, Wiki, Message board, file-sharing system Co-located communication
Different place Virtual meeting or conference (using text, audio or audiovisual)
Distance communication
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For any choice, there will be advantages and disadvantages. Each team has to make the choice based on its specific situ- ation, priorities and resources. There are various criteria to be taken into account, including:
Accessibility of the tools and their availability in the working
■ ■
language of the project mended to choose a format accessible to all partners, regard-
less of the operating system, type or version of software they are using). Other choices such as the definition of the tools for communication and co-operation are sometimes more difficult to make. Box 3 illustrates examples of how two Multilateral Projects have managed the use of ICT for these purposes.
Project A Project B
The co-ordinator has set-up an email group, using a free well-
known platform.
Thus, partners receive in their email inbox the same messages regarding the project.
They can also connect directly to the email group platform,
where all messages are stored and can be accessed only by members, but from any place. Important project files are also stored there.
The platform also has a calendar function, where face-to-face
and virtual meetings can be set-up.
For virtual meetings of the whole team they use Skype but
team members having common tasks occasionally interact also by using the instant messaging system associated with the email group platform.
Advantages:
Free and easy to set-up the system
■ ■
Several of the members might already be familiar with this
■ ■
type of system and they can support the others Relatively easy to add new users
■ ■
Disadvantages:
Some of the members had to create new email accounts and
■ ■
they are using them only for the project
Virtual meetings of the team are done only with voice, without
■ ■
audio, as the system allows only a small number of partners to connect with video
All messages have the logo of the e-group platform and their
■ ■
advertisement at the end
The space for storing files is limited
■ ■
The functioning is predefined, project partners have to adapt
■ ■
to what is being offered
The project still needs a classic website for the public presen-
■ ■
tation of the project and the finished products
One of the partner organisations is experienced with ICT and has taken up the task to facilitate virtual communication within the partnership. There are two main tools used for this purpose:
1. An integrated platform, which the team calls project virtual
workspace, having two areas:
– A public area, with basic information about the project
but also with information about the work done and about the products of the project, that any partner can post. – A restricted area, accessible only to members, based on
individual passwords, and including file-sharing, public and private messages and comments, and a calendar. All posts here are also communicated by email to part- ners, if they have checked this option.
2. A virtual conferencing platform for which the ICT partner
has the licence, with the option to hold video conferences with all partners, with a screen that everyone can access simultaneously to take notes, post written messages, show files, or share their desktop and demonstrate a procedure. These meetings can be recorded and posted on the virtual workspace.
Advantages:
Uses of the most advanced features ICT can offer
■ ■
Ensures good quality virtual interactions
■ ■
Gives the possibility for all partners to contribute directly
■ ■
to the public area of the project website, without passing through a computer specialist
Disadvantages:
Setting-up the system is done by a specialist and incurs costs
■ ■
for setting-up, licence and hosting
Some partners may be less familiar in its use than others
■ ■
(resistances based on lack of familiarity and motivation can reflect the same barriers learners can face)
Usually a special virtual meeting and some written docu-
■ ■
ments are needed to instruct all partners in the use of the tools.
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not pay off to invest in a sophisticated set of tools (even if the budget allows for it) to deliver tasks that can be accomplished very well with simpler, but free and easy to access tools. It is useful to request advice from computer experts but the discus- sion should always start from what the Multilateral Project team needs to do and not from what technology has to offer, otherwise there is a risk of choosing too many tools or tools that look interesting but in fact are not suitable for the actual work of the project.
In some projects, the same tools can be used both for com- munication and collaboration among partners and for the delivery of the project outputs. For example, in a project that develops an online training course or an online sup- port system for a specific target group, at least some of the features of the system developed can also serve for communication and collaboration among partners. This has several advantages:
The products can be tested in a real situations
■ ■
Project partners can get a feeling of what the learners will
■ ■
experience
Such an option could be more effective, making better use of
■ ■
time and resources
In this situation, the choice of ICT tools should, of course, take into account, not only the need for communication and col- laboration within the project team, but also the needs of the learners that will use the products of the project and also the need to maintain their use after the end of the project. Ownership of the tools being used might also be a sensitive issue. If a partner is paying a licence to have access to specific tools that can be made available to all team members, or if there are hosting costs, this should be properly evaluated and taken into account in the project costs. If new tools are being produced or adapted for a project, the ownership of these tools after the end of the project should also be discussed and agreed within the partnership. It should also be remem- bered that the Lifelong Learning Programme is not funding large-scale software or hardware development or purchase. Over-budgeting for equipment that has no clear vital role in a project, or for equipment that a consortium consisting of schools, colleges and universities would reasonably be expected to already have, is likely to be cut by the assessors of a project proposal or report.
Although some main decisions regarding the use of ICT in the project should have been made already in the preparatory phase and referred to in the project application, the decision Familiarity of team members with specific tools
■ ■
The actual needs of the project and the tasks planned
■ ■
The resources planned in the budget for ICT support
■ ■
Some years ago such a decision would have been strongly affected by factors like the access to high-speed internet connections, the availability of specific hardware or software, or the computer skills of team members. Today these are no longer relevant as everyone involved in a Multilateral Project can and should have high-speed internet access, most tools are available in all major operating systems, many of them are free or have free versions, and their use is only dependent on basic computer skills which can be taken for granted with most project actors. However, the attitude towards technology and familiarity with some tools are still important influencing factors.
The choice of the tools can be based on two main questions: Considering the activities planned in the project and the
■ ■
ground rules agreed (for instance on how to interact between face-to-face meetings): What are the functions for which ICT support is needed?
For each function: Which are the tools with the best cost /
■ ■
benefit ratio?
When looking at the costs for a tool, partners should consider not only the cost to pay for having access to that tool (if any), but also the costs related to the setting-up and use of the tool, as well as for training team members on using that tool. The analysis of the benefits provided by the choice of a specific tool should take into account the added value brought by the tool for the accomplishment of the planned tasks, not necessarily on a short-term level, but throughout the whole project life (and, if appropriate, even beyond it), but also two other types of benefits:
How can the tool contribute to building a positive team
■ ■
climate, allow for a democratic and effective management, and favour the balanced use of the competences of all team members?
If the tool is new for some team members, will learning its
■ ■
use be seen as a benefit at a personal level?
Sometimes, it is worth investing more resources (funding, staff, time, administrative procedures, etc.) in a more complex set of tools. This might be the case if the choice will bring significant benefits for the project over a long time as well as positive impact for project management, team co-operation, project visibility and if that will be acknowledged as a positive learning experience by team members. On the contrary, it does
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in the time (of almost a year) from when the project has been designed to the start to its implementation, new tools or new features may become available.
on what specific tools to use is better taken when the project has actually started, during the kick-off meeting. This way, not only can the opinions of each partner be taken into account, but
Step 1: Inventory of tools
All of the members of the team are requested to suggest specific ICT tools which they are currently using or which they would like to use in the project. For each tool a link and a brief description will be provided.
Step 2: Individual assessment
Each member of the project team answers the following questions for each of the tools in the list:
Yes No
a. Are you familiar with the way the tool functions (you have used it, seen others use it, read about its use)?
b. Would you be ready to learn how to use the tool?
c. Do you like the tool, would you feel comfortable using it in the project?
d. Do you think that the tool has useful functions for the project?
e. Looking at the overall potential benefits of using the tool (considering the tasks in the work plan, but also teamwork) and comparing with the costs associated with the tool (cost to obtain it, maintenance, training and support, time to set it up), would you consider the cost/benefit ratio for this tool adequate?
Step 3: Categorising tools
Based on the answers obtained, tools may be categorised by using the table below:
Non relevant tools Relevant tools
Poor cost/benefit ratio Good cost/benefit ratio
Step 4: Selecting the tools
From the tools that have a good cost/benefit ratio and are relevant for the project, the tools which will actually be used will be chosen. It may happen that several tools with similar functions fall into this category. The selection can be done at this stage through a discus- sion, during the kick-off meeting.
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A clear distinction should be made between the information presented publicly about the project (such as online newslet-
ters, the public part of the progress report, information about public events, or release of project products) and the internal work process and the information which should only be acces-
sible to team members (such as partner finances, or internal management decisions).
For the purpose of public information the emphasis should be on clear messages, attractive design, consistent visual identity, and the possibility to receive feedback and questions. For the project’s virtual work platforms confidentiality should be considered a key element. On these platforms, only the authenticated users are allowed to access the data. One of the most common authentication mechanisms is password authentication. When a user performs an action on data, this must be clearly linked to the user’s identity so he or she cannot deny performing the action. Communication done with the selected tools should also be secure, not only by not being accessible to people outside the project, but also in the sense that a sender cannot deny having sent a message, and the recipient cannot deny having received it.
From this perspective, integrated communication platforms, connected with emails (every action on the platform is signalled by an automatic message) are the most reliable option. The reli- ability of emails has decreased over the past few years, due to filters and restrictions imposed by the overwhelming volume of spam sent across the internet. Sometimes emails are blocked by intermediary servers, or by the main server of the receiving institution and never reach the computer of the team member supposed to receive them. Other times, they end-up in a spam folder or arrive without the attachments considered potentially harmful by the security software. Sharing access to a common virtual work area is an easy way to make sure that information is accessible to team members and the name of the user who posted the information, together with the date and time of the uploading, are usually also displayed.
If emails are used, some people attempt to ensure that the message has been received by requesting a confirmation receipt. However, this is not supported by all email systems and does not represent a totally safe option. Besides, some partners might not want to disclose the exact moment when they read the message and could feel frustrated if all the messages they receive require confirmation receipts.
Of course, first of all, ICT tools selected should be accessible to all team members and all should get the necessary support for an effective use of the tools. The project co-ordinator should The choice of ICT tools for a Multilateral Project team can be
done in a democratic way through a four steps process, as described in Box 4.